Biblio

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2009
Twerski, A. J. (2009).  Without a Job, Who Am I?: Rebuilding Your Self When You've Lost Your Job, Home, Or Life Savings.
"We remind ourselves that by acting on values such as compassion, honesty, and forgiveness, we realize our real worth—the worth that is deeper than that associated with job, career, or material success." (p. 10)
2008
Ressler, C., & Thompson J. (2008).  Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific.
"You're stuck in a cube with a desktop computer and a phone with a cord so you can be there in person should your manager walk over to check up on whether or not you're working. The game becomes looking busy instead of working hard and solving problems and contributing. It's a game no one wins. You lose your freedom, your motivation, your soul, and in exchange for control over your life, your company gets little more than a show of work." (p. 28)
2007
Tennant, D. (2007).  Do You Exist?. Computerworld.
"You can no longer expect your professional standing to progress if you dont have an easily accessible, broadly informative presence on the Web. And while that virtual existence is essential in itself, it's not enough. You have to contribute something..."
Tolle, E. (2007).  The Art of Presence.
"I'm not allowing this world to drive me insane—because the world will do it, because the world is the externalized human mind." (Chapter 2 @1:27:30)
2005
Trump, D., & Schwartz T. (2005).  Trump: The Art of the Deal. Ballantine Books.
"Most people are surprised by the way I work. I play it very loose. I don't carry a briefcase. I try not to schedule too many meetings. I leave my door open. You can't be imaginative or entrepreneurial if you've got too much structure. I prefer to come to work each day and just see what develops."
Toseland, R. W., & Rivas R. F. (2005).  An introduction to group work practice.
"The scapegoat, for example, receives much negative attention and criticism from the group because the member is blamed for a host of defects and problems. According to Schulman (1999), members attack the portion of a scapegoat's behavior that they least like about themselves." (p. 235)
2004
2002
Tolstoy, L. (2002).  Anna Karenina (Signet Classics).
"They were the same memories of happiness that were now lost forever, the same sense of the meaninglessness of everything that he might still hope from life, the same consciousness of his own humiliation, and all of them followed in the same sequence of of images and feelings." (p. 423)
2001
Cantor, D., & Thompson A. (2001).  What Do You Want to Do When You Grow Up?: Starting the Next Chapter of Your Life.
"Job burnout, write Maslach and Goldberg, with its feelings of frustration, ineffectiveness, or failure, is 'a particularly tragic endpoint for professionals who entered the job with positive expectations [and] enthusiasm.'" (p. 56)
2000
1999
1998
Thomas, M. (1998).  A New Attitude: Achieve Personal and Professional Success by Keeping a Positive Mental Outlook. A New Attitude.
"Research shows that people in the lower echelons of their companies are more susceptible to stress and its negative effects than those at the top. Employees on the lower rungs of the corporate ladder often have high-demand jobs and little control." (p. 99)
Trompenaars, A., & Hampden-Turner C. (1998).  Riding the waves of culture : understanding cultural diversity in global business.
"In the original American concept of internal and external sources of control, the implication is that the outer-directed person is offering an excuse for failure rather than a new wisdom. In other nations it is not seen as personal weakness to acknowledge the strength of external forces or the arbitrariness of events." (p. 149)
1997
1996
Reichheld, F. F., & Teal T. (1996).  The Loyalty Effect : The Hidden Force Behind Growth, Profits, & Lasting Value.
"Loyalty is indeed a two-way street, and companies that dump people when earnings are down (much less when earnings are up) are sowing the seeds of their own failure. Every company falls on hard times now and then, and it's the loyal dedication of key employees that pulls most of them through. By showing people that the company won't stick by them in adversity, a firm can almost guarantee that the next time it's in trouble, its most talented employees will jump ship just when they're needed most." (p. 96)
1995
Tieger, P. D., & Barron-Tieger B. (1995).  Do What You Are.
"Pressure to be what you aren't can cause lifelong confusion. If you are obliged to fit into a certain group mentality that really doesn't suit you (this could be a family dynamic, a school or community setting, or a professional environment), you may end up denying your true nature and not enjoying your required role. If you spend twenty years at a job you don't enjoy, you may end up not only out of touch with your natural interests but—even worse—with a distorted view of your own competence." (p. 90)

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